According to Info-Tech’s findings in its IT Talent Trends 2025 report, success in 2025 and beyond hinges on IT leaders’ ability to combine technological innovation with strategic foresight and human-centric leadership.
By integrating AI capabilities, investing in reskilling programs, and fostering employee-centric policies, Info-Tech advises that organisations can address talent gaps and create adaptive, resilient workforces.
A holistic approach to workforce transformation will empower IT departments to thrive in the face of rapid technological change and secure a lasting competitive edge.
The trends are:
1. Generative AI: A Transformative Enabler
The firm reports that by 2030, 66% of IT employees anticipate greater autonomy in their roles, enabled by generative AI. This shift has the potential to significantly enhance IT’s value creation for organisations, as employees will be able to dedicate more time to strategic initiatives and innovation.
However, to capitalise on this potential, Info-Tech cautions that organisations need to proactively implement AI tools thoughtfully and strategically, investing in upskilling programs to equip IT professionals with the necessary skills to leverage AI effectively.
This type of approach is critical given that 65% of organisations anticipate structural changes as a result of incorporating generative AI into their strategies, indicating the transformative impact this technology is expected to have on IT departments.
2. Restructuring IT Organisations for the Future
While 55% of respondents believe their current IT structures are effective for today, 89% recognise the need to redesign their IT organisation to future-proof their operations and better align with evolving business demands. These findings suggest that while current IT structures may be functioning adequately for now, IT leaders are proactively anticipating future challenges and recognising the need to adapt to stay ahead of the curve.
Key drivers include critical skills shortages, generative AI integration, and the rise of business-led IT functions, requiring both technical and cultural adjustments. These adjustments may consist of establishing specialised AI teams, integrating IT functions more closely with business units, or adopting more agile and flexible operating models to accommodate evolving demands. The shift away from traditional, rigid pyramid hierarchies toward flatter, more dynamic structures is becoming increasingly necessary to support innovation and adaptability.
This wave of restructuring is expected to have a significant impact on the IT talent landscape, leading to the increased need for specialised skills, a shift in required competencies for IT leaders, and a greater focus on attracting and retaining top talent in a competitive market.
3. Skills Gap and the Urgency of Reskilling
A significant 95% of survey respondents acknowledge that some, most, or all of their current IT skills will need to change by 2030 to keep pace with the exponentially evolving technology environment. This finding emphasises the pressing need for continuous reskilling, particularly in areas like cybersecurity and AI/ML, which 38% of leaders identified as critical for 2025.
While this data highlights a widespread recognition of the need for upskilling, a concerning 51% believe that only some skills require updating, indicating a potential underestimation of the scale of transformation occurring in the IT industry. According to Info-Tech’s research, organisations that fail to invest in developing their IT workforce risk being left behind in terms of innovation and efficiency.
Dependence on external resources to address internal skills gaps may become increasingly unviable, making internal reskilling efforts essential.
4. Bridging the Employee Experience Disconnect
While 86% of IT leaders indicate they are prioritising improving the employee experience (EX), their efforts may be misdirected, as 39% of IT employees reveal that reliable digital tools and technology have the greatest impact on their experience.
Organisations are performing well in areas like physical space and social relationships but are falling behind when it comes to the impactful areas IT employees care about, like digital and culture. This disconnect underscores the need for organisations to align EX investments with employee expectations, particularly in hybrid and remote work environments where seamless digital experiences are critical for productivity and job satisfaction.
Given the increasing adoption of flexible work arrangements, in 2025, organisations must prioritise providing a user-friendly, efficient, and reliable digital experience for their employees to enhance engagement and optimise performance.
CIOs on the Path to CEO
As technology increasingly becomes central to business strategy, 23% of respondents view the CEO position as the logical next step for CIOs, which is a reflection of the evolving prominence of CIOs in organisations, with many already reporting directly to the CEO.
However, this transition requires CIOs to expand their leadership capabilities beyond technical expertise, including developing stronger strategic and business acumen. While 23% see it as a natural progression, only 11% of respondents indicated that a CEO or a senior executive role was their ultimate career goal.
Another 13% aspire to other C-suite roles, including some positions that are emerging or don’t yet exist, suggesting that the future of leadership in organisations may look quite different from traditional structures, with technology expertise playing a vital role in a range of new leadership positions over the coming years.
